September 2016
Health Management and Innovation Update September 2016
As you may have noticed, there was no HMIU in August due to annual leave and sincere apologies for the lateness of this months’ bulletin.
Local News
West Suffolk NHS Foundation Trust named as one of the 12 global exemplars to pioneer best practice and the use of technology across the NHS:
Making IT work: harnessing the power of health information technology to improve care in England (Wachter Review)
The National Advisory Group on Health Information Technology in England has advised the Department of Health and NHS England about making the secondary care system more digital. The report details the group’s overall findings and principles and gives ten implementation recommendations. (DH, August 2016) Summary
DH names 12 exemplar sites to drive digital NHS services
Responding to the above report, the Department of Health (DH) has named 12 trusts as new global exemplars to pioneer best practice and the use of technology across the NHS, allowing patients to access more services via their smartphones and mobile devices. (September 2016) [Note: The 12 sites include Salford Royal, Royal Liverpool & Broadgreen and Wirral Univ.]
Deliver Personal Care
Deliver Safe Care
Deliver Joined up Care
Support a Healthy Life
Support All Our Staff
Securing meaningful choice for patients: CCG planning and improvement guide
This guide is designed to help CCGs deliver their statutory duties by highlighting the actions they need to take to make choice work for the populations that they serve. CCGs are encouraged to focus specifically on choice of provider and team for first outpatient appointments and choice of a suitable alternative provider if patients are not able to access certain services within the waiting time standards. The guide sets out a number of enablers for patient choice and the actions that can be taken to deliver each of these. (NHS England, August 2016)
Feeling the wait
The latest Annual Report by the Patients’ Association finds a big increase in the number of patients waiting over the 18-week NHS target for elective surgery. (Patients’ Association, August 2016)
Demand management good practice guide
This short guide is intended to provide a list of initiatives and actions that CCGs should consider implementing locally, in collaboration with providers and other organisations, to effectively manage the increasing demand for elective care services, particularly to reduce unnecessary outpatient appointments. (NHS England, August 2016)
Patients undergoing four common NHS operations rate their recovery
The sixth annual report from the Patient Reported Outcome Measures (PROMs) programme in England looks at four different non-emergency inpatient hospital procedures. (NHS Digital, August 2016)
NICE Bites: Sepsis
This guideline covers recognition, diagnosis and early management of sepsis for all populations
Patient safety: closing the implementation gap
Dr Suzette Woodward, National Campaign Director for NHS England’s Sign up to Safety campaign, reflects on the challenges of putting theory into practice when it comes to improving patient safety.
STPs – early areas of action
38 Degrees commissioned Incisive Health to review all publicly available documents on sustainability and transformation plans (STPs). This report brings together all the available information and identifies key emerging themes in the plans. It identifies the NHS deficit as a key driver of some of the measures outlined within STP footprint plans, alongside service transformation to support quality improvement.
How is the NHS performing?
Relentless demand for services is driving up waiting times and exacerbating financial pressures in the NHS. The QMR examines the views of the finance directors on the productivity challenge they face, as well as some key performance data to see how the NHS is performing. Accompanying blog by Richard Murray, Director of Policy at The King's Fund. (The King’s Fund, September 2016)
PLUS
How many sticks will it take to beat the NHS into financial health?
A key part of the Quarterly Monitoring Report is a survey of NHS finance directors, which offers an insight into the state of NHS finances. Joni Jabbal considers the responses inthe latest survey.
Sustainability and transformation plans (STPs) explained
STPs were announced in the NHS planning guidance published in December 2015. NHS organisations in different parts of the country have been asked to come together to develop ‘place-based plans’ for the future of health and care services in their area. Draft plans were submitted in June 2016, and final plans are expected to be completed in October. But what do STPs really mean? And what will they mean for the NHS? (The King’s Fund Briefing, August 2016)
NHS specialised services
This report warns that the disproportionate growth in spending on specialised services poses a risk to the financial sustainability of the wider NHS. It highlights the need for urgent action to be taken to ensure that services are affordable and recommends that NHS England take action to ensure that new drugs and medical equipment are affordable; that services are delivered cost-effectively; and that demand for specialised services is better managed. The report also argues for more consistent, transparent and equitable decision-making on the part of NHS England. (House of Commons, Public Accounts Committee, July 2016) Press Release
From new models to new cultures of care – Jeremy Taylor
TheNew Care Models Zonewas one of four feature zones at this year’s Health and Care Innovation Expo. The zone explored the progress made by the 50 vanguards developing and testing new models of care that can be replicated across different health economies. Jeremy Taylor, Chief Executive of National Voices, also chaired an expert panel discussion on the ‘Future NHS Stage’ at Expo – ‘From new models of care to new cultures of care.’ In this blog, he reflects on that discussion and takes a look at how this might work in practice. (NHS England, September 2016)
NHS is unlikely to return to high levels of funding until 2049
The record levels of funding enjoyed by the NHS in 2009 might not return until 2049, a health policy expert has told peers. Several predictions of how much the UK will spend on health and social care as part of its gross domestic product (GDP) have been studied by John Appleby, chief economist for health think tank the Nuffield Trust. (BMJ, September 2016)
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The £22 billion question: how can improvement spread inthe NHS?
Beccy Baird considers why successful quality improvement measures are not taken up more widely, and how good practice can be spread across the NHS. (The King’s Fund, August 2016)
Creating an innovation and research culture in a complex system
Considers the roles of disruptive and incremental innovation and the challenge of moving from local to system-wide innovation. (National Institute for Health Research, August 2016)
AHSN atlas of solutions in healthcare
Best examples of high impact innovation with case studies from 15 AHSNs.
Each of the 15 Academic Health Science Networks in England focus on working in genuine partnership with local people and organisations to improve the health of the local community and contribute to building a thriving local economy. Collectively, as a national network, AHSNs support improvements around common themes such as improving patient safety.
(Academic Health Science Networks, 2016)
Adult Social Care 2016: Funding, Staffing And The Bottom Line
Using the results of a survey of nearly 200 care providers, this report examines the pressures on funding, staffing and the bottom line impact on adult social care in the UK. It aims to place the issues of funding and staffing into context, assess the changes over the last year and provide answers to pivotal questions around this area. (Christie & Co., July 2016)
Understanding quality in district nursing services: learning from patients, carers and staff
This report investigates what ‘good’ district nursing care looks like from the perspective of people receiving this care, unpaid carers and district nursing staff and puts forward a framework for understanding the components involved. It also looks at the growing demand-capacity gap in district nursing and the worrying impact that this is having on services, the workforce and the quality and safety of patient care. The report makes recommendations to policy-makers, regulators, commissioners and provider organisations as to how to start to address these pressures. (The King’s Fund, August 2016) The Framework (PowerPoint slides) Blog
Understanding safe caseloads in the district nursing service
This discussion paper summarises the challenges in managing safe caseloads in district nursing and points to specific actions needed to improve and safeguard the future quality of services. The report provides a thematic overview of the issues that should be taken into account when determining a safe caseload including: skill mix, capacity of other health and care services, use of technology and housing. (Queen’s Nursing Institute, September 2016) Summary / Press Release
Integrating Health and Social Care
An ageing population and the increasing prevalence of long-term conditions are putting pressure on health and social care services. The four UK nations have committed to better integration between health and social care as one solution to these challenges. This briefing outlines what integration is, examines policies to enable it and gives examples of integration in England. It also looks at the evidence on the challenges of achieving integration and assessing the effectiveness of approaches. (Parliamentary Office of Science & Technology, August 2016)
Toolkit helps local leaders understand their integration readiness
A new toolkit enabling local leaders to assess their readiness to integrate health and care services, and identify what action they need to take, was unveiled for the first time last month. The self-assessment toolhas been designed to help local areas move further and faster towards achieving their vision of integration. (NHS Confederation, July 2016)
Creating effective hospital-community partnerships to build a culture of health
This leadership guide describes a range of approaches hospitals and communities have used successfully, provides a framework for building effective partnerships and describes approaches to evaluating the effectiveness of partnerships. The guide also includes promising practices that highlight the importance of leadership, mutually understood and aligned goals, common terminology, and transparent communication—all of which will help hospitals and health systems cultivate effective partnerships and build a Culture of Health. (HPOE, August 2016)
Great Manchester service change engagement
This report is the result of research conducted in conjunction with ten local Healthwatch organisations in Greater Manchester which examined public and patient opinion on how health and care needs should be met in future. The research focused on ways that services can work better together and ways that healthy communities can be encouraged and fostered in local areas. (Healthwatch England, March 2016, issued September 2016)) Briefing
The childhood obesity plan: brave and bold action?
The government’s long-awaited childhood obesity plan was finally published last week. David Buck considers how it measures up againstthe Health Select Committee's recommendations.
The NHS has banned cigarettes and should ban meat too – both cause cancer
Patient menus offer a wide selection of meats everyday, some of which are in the same carcinogenic category as asbestos, alcohol and arsenic. (The Guardian Healthcare Professionals Network, September 2016)
FGM: video resources for healthcare professionals
Videos to help healthcare professionals understand, safeguard and care for women and girls affected by female genital mutilation (FGM).
Becoming one of us: reforming the UK's citizenship system for a competitive, post-Brexit world
This report calls for a reform of citizenship rules to avoid harm to the British economy and workforce following Brexit. Home Office figures show a rise of 14 per cent in EU nationals applying for British citizenship in the past year, reflecting the uncertainty of the result of the referendum. The report notes that one in ten doctors is from the EU and that this uncertainty would have implications for the NHS workforce and on service provision. (Institute for Public Policy Research, August 2016) Summary Press Release
Begin with culture; the rest will follow
In January, the King’s Fund launched a two-year programme with NHS Improvement to help trusts review and improve their workplace culture. At the end of the pilot phase, Julia Fernando reflects on what we have learnt so far. (The King’s fund, September 2016)
Empowering staff to make informed wellbeing choices
Barking, Havering & Redbridge University Hospitals NHS Trusts Case study.
(NHS Employers, August 2016)
Leadership and emotional intelligence in nursing and midwifery education and practice: a discussion paper
The concepts of emotional intelligence and emotional-social intelligence have emerged as important factors for effective leadership in the health care professions and require further exploration and discussion. This paper will explore these concepts and discuss their importance in the healthcare setting with reference to current practices in the United Kingdom, Ireland and internationally. (Journal of Advanced Nursing, September 2016) N. B. For full-text, you will need to login using your Open Athens ID.
Risk assessment of pushing and pulling (RAPP) tool
This new tool is aimed at those responsible for health and safety in workplaces – employers, managers and safety representatives. (Health & Safety Executive, September 2016)
Summary
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